After reviewing 337 peer-reviewed journal articles exploring disparities in career success between minority and non-minority groups, Dr Melika Shirmohammadi, Assistant Professor of Human Resource Development, found a recurring pattern: individuals from minority backgrounds are frequently perceived as ‘outsiders’ in the workplace. This outsider status, she argues, makes them more susceptible to what she calls complex visibility. This condition shapes how others perceive these individuals and how such perceptions influence their access to critical career advancement resources such as mentorship, networks, role models, and professional development opportunities. Her findings challenge the notion that success is solely a matter of talent and diligence, instead pointing to subtle, systemic forces at play.

“Career success isn’t just about hard work or talent; people also face challenges like being judged unfairly, overlooked, or pressured to hide who they are,” Shirmohammadi explained in her article published in the Journal of Management. These added burdens result in unequal access to professional opportunities, which in turn contributes to lower career outcomes for minority groups. Shirmohammadi’s research focuses on four historically marginalised populations: women, racial and ethnic minorities, individuals with disabilities, and the LGBTQ+ community. Across all four, she found that the way they are seen—or not seen—has tangible consequences for their progression in the workplace.

The framework of complex visibility developed by Shirmohammadi encompasses three overlapping dynamics: hyper-visibility, invisibility, and managed visibility. Hyper-visibility occurs when a person stands out, often in ways tied to stereotypes or expectations—such as being the only Black employee in a department. Invisibility, by contrast, manifests when individuals feel their perspectives or contributions are overlooked or undervalued. Managed visibility involves a conscious effort to moderate one’s identity to fit into dominant norms—for instance, modifying dress, speech, or behaviour in ways that conceal cultural or personal identity markers. These dimensions create a paradox in which individuals may simultaneously feel exposed and unseen.

For example, someone who is hyper-visible due to their identity—say, a woman of colour in a leadership team otherwise dominated by white men—may simultaneously feel her voice goes unheard during key decision-making processes. This experience of simultaneous visibility and erasure can take a psychological toll, influencing not only one’s sense of belonging but also one’s ability to use available resources effectively. Similarly, members of the LGBTQ+ community or individuals with disabilities may manage their visibility by concealing aspects of themselves to avoid discrimination, resulting in fewer opportunities to connect with mentors or participate in professional development initiatives authentically.

The broader statistical picture confirms these concerns. Shirmohammadi’s analysis reveals that minority groups continue to be significantly underrepresented in senior leadership roles. Despite growing awareness and policy efforts, women still make up only around 9% of CEOs and 30% of board members across Europe and North America. Political representation follows a similar trend: only 29 countries currently have a woman as head of state or government, and just 23.3% of ministerial positions are held by women. Racial and ethnic minorities fare even worse, with boardroom representation standing at just 19% in the United States, 12.5% in the UK, and 9% in Australia, despite these groups comprising large portions of the general population. For LGBTQ+ individuals and people with disabilities, accurate representation is even harder to gauge, as many feel unsafe disclosing such identities in the workplace.

Looking ahead, Shirmohammadi advocates for intentional organisational change grounded in a deeper understanding of visibility and its implications. “Organisational decision-makers should develop a comprehensive understanding of the complex visibility influencing access to career advancement resources in their context,” she urges. To mitigate disparities, she recommends proactive interventions that facilitate equitable access to mentorship, networks, role models, training, and workplace support systems. Rather than placing the burden on individuals to navigate biased structures, she advocates for institutions to reform those structures so that all professionals, regardless of their identity, have equal opportunities to thrive.

More information: Melika Shirmohammadi et al, Career Success and Minority Status: A Review and Conceptual Framework, Journal of Management. DOI: 10.1177/01492063251342190

Journal information: Journal of Management Provided by University of Houston